Table 1.

Recommendations for Future IHRM Research

	How to manage under global uncertainty (context)	How to facilitate global work (process)	How to redefine performance (outcomes)
During pandemic	What role does communication and support from MNE managers (or lack thereof) play in in the way employees cope with the demands of work during the pandemic? Which bundles/configurations of IHRM policies and practices are associated with safety and health outcomes, both positive and negative, during the pandemic? Are there culturally nuanced approaches to assuage employees’ fears during the pandemic? What can MNEs do to communicate difficult decisions during the pandemic, to help employees better manage expectations and feelings of uncertainty about the future?	How have international work arrangements changed during the pandemic? Has the shared experience of the crisis affected cohesion in global teams, and has virtual team training made a difference? To what extent have the support practices offered, fostered employee adjustment to various facets of work-life during these uncertain times? Which management interventions will be most effective during the pandemic for improving health outcomes for employees?	What matters most at the time of a pandemic, and how can IHRM contribute to it? Which bundles/configurations of IHRM practices have enabled effective organizational adaptation and prioritization, and which ones have caused organizational failure to respond? How can MNEs recognize and reward leaders who are able to foster a spirit of shared humanity during the pandemic? What can MNEs do within their communities during the pandemic to address growing challenges around food insecurity, mental wellness, and health education?
General (in the ‘new normal’)	How is the reality of growing uncertainty reflected in selecting, developing and retaining global talent and international employees? How do leadership styles and behaviors need to vary across cultures under high uncertainty? Under which circumstances does fear facilitate cohesion or division among culturally diverse colleagues? To what extent do new ways of collaborating under uncertainty-induced stress require additional competencies, and how can these be developed? What are the long-term consequences of the COVID-19 pandemic for the mental health of employees? How do global threats change the way we manage the global workforce?	Will global work arrangements in the ‘new normal’ revert to pre-pandemic patterns or new ones? What are the boundaries to virtual working: Do we need new methods to scale-up virtual collaboration in its different forms? Are there any cross-national, generational, functional, etc. differences in employees’ preferences for working from home? Are there alternative control mechanisms for subsidiaries; alternatives for developing future MNE leaders; and alternatives for addressing skills shortages in MNE host countries? Which IHRM practices are associated with the thriving and higher resilience of globally mobile employees? What are the associations between flexible work and organizational outcomes?	What should be the key performance indicators of the IHRM function? How can IHRM help MNEs to build organizational resilience? What is the future role of IHRM in corporate social responsibility? How can IHRM help MNEs contribute to SDGs, including health and safety, and mitigate unintended effects of current practices, such as high-volume global mobility and commuting, on the ecosystem? How can IHRM contribute to addressing the ‘grand challenges’ and ‘big questions’ of IB?